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tv   First Ladies Influence Image  CSPAN  January 4, 2014 8:30pm-9:01pm EST

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the son was also an adult. there were no small children. >> last video of abigail's death at peacefield. all right. we do not have that. we have a little bit of time left. bringing this full circle, what was her impact on american history? >> as we think back to the american revolution, she was -- a record of letter provides the
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only insight we have of the evolution at a sustained level during the entire period of the revolution. it is significant. she was an exemplary person. she tells us about women's lives and what it was like to be not just the first lady, but to be a wife and a mother and a sister and a daughter. >> what would you say? >> the thing i always think about with abigail is the relationship, the partnership. without an abigail, there is no john, and without a john, there is no abigail. >> the reason she is important
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is because of the relationship? >> right. without the support she provided, she was so trustworthy. he could go off and be this great public person. >> to our guests, c. james taylor and edith gelles, thank you for allowing us to understand the life and legacy of first lady abigail adams. >> thank you. [captions copyright national cable satellite corp. 2014] [captioning performed by national captioning institute]
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>> this monday, two exclusive interviews. roslyn carter's were worth on theal health issues, iranian hostage crisis, and continuing work with her husband, former president jimmy carter. and bettyon of gerald ford talks about growing up in the ford family, life in the white house, his mother's abuse.es with substance watch roslyn carter at 9:00 p.m. eastern and steve ford at 9:55 p.m. episodes on the
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most recent first ladies from nancy reagan to michelle obama. starting january 13 monday night live on c-span. along with the white house historical association, honoring biographies and a portrait of each first lady. you can find it at c-span's website. >> a discussion about conservative women in today's politics. the tech crunch conference in san francisco on the latest tech industry devices. first, the ceo's of linkedin and twitter talk about their companies and how they are managed.
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>> i am of techcrunch and joining me is the ceo of linkedin who has led us through a successful ipo. he has been impressing wall street ever since. first tell us what is happening at linkedin right now. late last year, it sounds like it is going beyond recruiting. what is the economic draft? >> we have a professional graph at maps up to three degrees and hope to get your foot in the door. your company's have better leverage. but our longer-term vision is much bigger than that.
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you have developed the first economic graph. as they want to represent every economic opportunity full-time and part-time. >> a job? >> a job, for example. they are fragmented. with the launch recently of our university profiled capabilities, we would like there to be a profile representing the higher educational representation. over 3 billion people in the global workforce and we would like to ultimately overlay the professionally relevant knowledge for each of those individual companies and universities to the extent they
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would like to share it. our goal is to get out of the way and allow those notes to create work value and capital. working capital, human capital. in doing so, we hope to play a role in transforming the global economy. >> what is the mindset for a small business? let's say a small mom-and-pop store in california. >> it is challenging for small businesses to compete with larger companies within certain communities for talent. or that small business to have a profile and represent their talent brand, why it would be great to work at that business. their mission and their culture and how to make a difference within their community for
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people to connect with that company. for whom it makes sense. >> literally, you can do a search for a company within a specific geography. that company profile that emerges shows relevant results. there will be a tab on that profile car courier's. on that career cap, the founders of those businesses will have an opportunity to show the world what they are all about with the same easy and facilitate you have seen large enterprises do. >> what you need to do for linkedin to get there? >> the beauty is that we are down that path. >> what you are describing
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describes linkedin in a lot of ways. >> it is much more than job openings. the company row file page and the knowledge and intelligence and information data in the insight of the profile for every individual that would like to find work, it goes beyond jobs. it is also about making sure that people in jobs have access to the right knowledge they need to do great at the work they are doing. in terms of what we do, everything i mention that i reference is up and running. we are fast approaching -- there is a lot of work that has been done to lay the foundation to make is a reality. >> what is the next step? >> continue to scale it and invest in every one of those dimensions. we have been talking about
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professional knowledge post up continue to improve our homepage experience which is generating billions of updates on a weekly racist, each of which is customized for the individual member and who they are and their skills and their ambition and their connections and ambitions, etc. linkedin today is a personalized trade magazine for individuals based on sharing. linkedin implores -- influencers -- >> what about the software? there are rumors. >> sales force is a partner today. >> what about in five years? >> i think it will continue to be a partner of ours. they facilitate what we call
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social selling. it enables a salesperson or professional to leverage their network and ultimately convert what would have been a cold call into a warm prospect. >> tell me a little bit about your process. in-house you build something or tools for your company to use. if you liked it well enough, you would push it out to the public. tell me what you're working on in this area. >> i think you're referring specifically to how we at linkedin is leveraging it as a platform to generate value for our employees. most of is publicly available by design. there is a private professional network of which you will increasingly see within the enterprise. there is sensitive, competitive
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situation. at linkedin, we are building tools allow us to collect values from our own platform. we want to have the right kind of engagement and productivity enhancement. >> it sounds like a type of interface. >> we wanted to be specific and unique to what we offer today. we have professional identity, for example. again, no definitive plans to offer that as a product. >> who do you consider a competitor for the economic graph? people like to reference facebook. occasionally they will do some sort of professional up a delegate people buzzing. so far, it is a broader layer. who else is doing that? >> there is no company right now that has the professional focus at the scale that we do. that doesn't mean that we are not focused on the competitive landscape and future competitors and current competitors. there are other social platforms
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that operate with a far greater horizontal focus and a third- party developer. it can serve our members and customers well. 80%+ of members are reinforcing that we keep the professional and personal lives separate. we will continue to keep an i out for future competitors. >> google and google plus? >> if there are any search engines that decide to focus within a professional context, that could introduce a new dynamic. to your point earlier, large companies are going to be thinking about how they leverage social assets and platforms to make things more productive and successful. >> tell me more about your plans. from afar, it is hard for me to tell if you are trying to make linkedin into a sort of bloomberg type where you have news on top of your professional network.
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you haven't described it quite that way. where do you see linkedin going and content properties? >> the objective is to be the definitive professional platform. we make it easy for publishers and anyone who wants to share content to do so. for membership, they can cap that intelligence to do better at the job they are in. there has been a big move in that direction. historically, there were some people that would have said linkedin is a way to get a job. with the launch of influencers and people like richard branson being followed by more than 2 million of our members, sharing information on how to become an entrepreneur and how to build the company, he is not alone.
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>> you provide personal philosophies for people? >> if they were to offer original content -- we are lucky to have a guy who has built a wonderful group that helps curate our sites. it is not at the exclusion of the social conductivity and that dynamics that allow us to generate a signal. it is taking the best of all of those disciplines to great the best experience. >> you are looking at a medium instead of a competitor these days? >> a medium is -- there are a lot of contents in the world. you package up the most relevant content you can find.
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>> are used to working on your developer platform? i know you launched a few versions of that. and that is fairly constrictive compared to other platforms. still pushing that with developers? >> we are. roughly 1,000 with keys to the api. >> salesforce is one of the better examples? >> salesforce. there are millions of unique domains. we are working with publishers like yourself. >> in terms of sharing data to others, are you looking at doing anything more along those lines? where are you focused more on as a content publisher company? >> we are investing heavily in mobility and with these apis, we don't want people tethered to the desktop to get a platform. >> students have benefited quite a bit that people without work or suddenly needing to go out
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and buy new jobs. linkedin is a natural way for them to do that. what are the trends you're seeing in the workplace? what industries are growing? >> i think there are a few trends. we have seen consistent patterns where the technology sector, financial services has regained some of its footing. health care is a high-growth industry. in terms of broader -- i do not think that is going away anytime
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soon. people are taking temporary work whether they want to. or because the longer-term, full-time opportunities do not exist. probably one of the most important dynamics that we track is the skills gap in the widening skills gap. a lot of people do not realize where unemployment is roughly at 7.5%, there's over 3.8 million available jobs today in the u.s. one of the things that has happened is opportunities are being created by virtue of new technologies. but technologies are evolving so rapidly that it is challenging to train people to keep up with
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the technology that is being created. >> a lot of jobs are being automated and will not come back. it is not -- the growth of new jobs is not equal to the loss of jobs. a lot of people are wondering where their place is in the world. door have to be a data scientist to be -- to get a job -- do i have to be an engineer or a data scientist to get a job? >> roughly two thirds of those our non-technical in major. looking at the resurgence of the economy in a city like new york mayor bloomberg was the first to tell you they have created 300% more jobs than they lost during the recession following 2008. a good chunk of those -- hospitality, instruction -- are starting to come back online and create jobs.
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also with regards to technology, there are hybrid sects. companies like huber allow -- uber. there certainly economic value that is being added. >> where do you see that going? i know there are right spots and technology, but there are losses in a lot of areas. how do you see this evolving? you are building your business around that evolution. >> there are three things we need to invest in. first, education. it is not just primary school. it will take at least a generation to improve and make sure we do not have an antiquated system that is preparing kids for jobs that once were instead of the jobs that will be. you have to have an adaptive learning platform. also with regard to education, with that love to see greater
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focus on vocational things. there are jobs that exist today. we can make sure that the current workforce is better trained to take the jobs that exist -- there are a lot of retail jobs. to be can do better job with vocational training and make sure we are not just innovating when it comes to hire educating him about vocational, that will have an immediate term impact. immigration reform is critical. there are people born outside this country that have unique skills to take the jobs that are available that are going unfilled. as a result, salaries are not being paid. tax revenues not being generated. most importantly, these immigrants --
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>> what are the types of jobs that, you know, people that we need a visa for? what is it that you are seeing? >> i do not think immigration reform is one thing or another. there are many in this country that are working hard. you have a situation where in silicon valley and the jobs you referenced earlier, engineering jobs, it data science, significant skills are required. these jobs are going unfilled because the bar for allowing people from outside this country to work in this country is too high. i always recalled a statistic. 40% of fortune 500 were founded by immigrants of the children of immigrants. these companies are creating economic opportunities. a third area is to invest in infrastructure. >> in terms of going back to a topic we went over earlier, things are popping up in the
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last years where people are doing their work online and hiring and firing each other based on their work online. that is happening within professional communities. it is not really what linkedin hatched. linkedin is not hosting someone's developer's work. more and more people are living >> were referred to that as inferred identity. it would not necessarily enlisting your experiences, but showcasing your work. it could be artistry. one of the things we are doing is starting to evolve the profile experience on linkedin so it's not traditional text like a resume. it is a portfolio. you get to show the stories you have written or photographs you have taken. patents you have generated. we allow as much flux ability as
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possible for professionals -- flexibility as possible for professionals of many backgrounds. >> what might that look like in the future for linkedin? we will be integrated into the site? >> the ability to log in with linkedin is something we have invested in. we continue to see good traction there. going back to something we talked about, our goal to enable our members to generate value no matter where there are, not just on linkedin.com. they can put their professional identity wherever they are going. >> great. thank you for your time. give him a big hand, everyone. [applause]
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>> our next guest created a unique management style that he teaches a course for employees. please welcome the twitter ceo, dick costello. >> what's happening? thank you for having me here. i love coming and talking to groups like this. you guys have the most fun. you are the most fun stage of the company. whether it is just a few of you and everything is possible and there are no barnacles on the organization or the product. you are up all night. you are the ceo and buying printer paper and all of that stuff.
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amazing time for the company. why do i want to come here and talk to you now for a few minutes right before lunch about how to lead when there are two or three of you and you're looking at each other. why is that important? the reason it is important is because even at this stage as you go from two people to -- if you don't deal with these things, dysfunction becomes embedded in your company. it becomes learned. it is almost impossible to eradicate. i will talk about two specific things about how to manage and how to lead in your company. first, a paradox, the ultimate paradox of being a leader or manager. as leader, you need to care deeply, deeply about your people while not worrying or caring about what they think about you.
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managing by trying to be like is the path to ruin. that is easy to say and think. the reality is there are all these little ways that managing by trying to be liked or telling people what they want to hear creeps into the organization. you will walk down the hall and speak about something they did that annoyed you the other day or that they need to change. you think they are busy. they look like they are having a rough morning. i would talk to them tomorrow. or you are trying to create some the way you deal is instead of getting them in the room and talking about the fact that we
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have to do this and i need you to do this, you tell them, hey, we need to do this. you will do this. he called the second person in the room, right now, don't worry, you look get the next thing. don't leave that way. lead by being forthright. the way you build trust with your team and the people is by being forthright and clear with them from day one. to mitigate with them based on clarity -- communicate with them based on clarity. that is the most important management tip i can give you. it is an understanding of that paradox and how important it is
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to care deeply about your team and not worrying about what they think about you. second thing i will tell you, it is critical here in san francisco and silicon valley -- there are many different ways to be successful. ok? the problem in san francisco and silicon valley years -- is we set people up to be an amazing leaders. if they are geniuses. books are written about them. they show us how to do things the way they do it. they are constantly on tv and in the media. this is how this person does this thing. this is why they do it this way. we try to imitate what they have
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done to be successful. the reality is these people are the same people they were 10 years ago and are going to be. the person they are today may be frowned upon 10 years from now are was frowned upon 10 years earlier. it is critical as you great your company and your cultures that you absolutely internalize this fact. there are many different ways to be successful. i was having a conversation with the ceo of pinterest. ben said, all these women out there who are leaders, there is this superpower that has enabled them to do amazing things. they are all different. i thought that was an amazing insight. when i tell you and implore yo

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